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20 signs you don’t want that web design project

Most clients are good clients, and some clients are great clients. But some jobs are just never going to work out well. Herewith, a few indicators that a project may be headed to the toilet. Guarantee: All incidents taken from life.

Client asks who designed your website.

Client shows you around the factory, introducing you to all his employees. Then, behind closed doors, tells you: “If you do a bad job with this website, I’m going to have to let these people go.”

Client takes six months to respond to your proposal, but doesn’t change his due date.

At beginning of get-acquainted meeting, client informs you that someone has just bought his company.

Client, who manufactures Russian nesting dolls, demands to know how many Russian nesting doll sites you have designed.

At meeting to which you have traveled at your own expense, client informs you that he doesn’t have a budget per se, but is open to “trading services.”

Client can’t articulate a single desired user goal. He also can’t articulate a business strategy, an online strategy, a reason for the site’s existence, or a goal or metric for improving the website. In spite of all that, client has designed his own heavily detailed wireframes.

As get-acquainted meeting is about to wrap, the guy at the end of the table, who has been quiet for an hour and 55 minutes, suddenly opens his mouth.

Leaning forward intensely, client tells you he knows his current site “sucks” and admits quite frankly that he doesn’t know what to do about it. He asks how you would approach such a problem. As you begin to speak, he starts flipping through messages on his Blackberry.

Client announces that he is a “vision guy,” and will not be involved in the “minutia” of designing the website. He announces that his employee, the client contact, will be “fully empowered” to approve each deliverable.

On the eve of delivery, the previously uninvolved “vision guy” sends drawings of his idea of what the web layout should look like. These drawings have nothing to do with the user research you conducted, nor with the approved recommendations, nor with the approved wireframes, nor with the approved final design, nor with the approved final additional page layouts, nor with the approved HTML templates that you are now integrating into the CMS.

Your favorite client, for whom you have done fine work in the past, gets a new boss.

The client wants web 2.0 features but cannot articulate a business strategy or user goal.

Shortly before you ship, the company fires your client. An overwhelmed assistant takes the delivery. The new site never launches. Two years later, a new person in your old client’s job emails you to invite you to redesign the site.

Client sends a 40-page RFP, including committee-approved flow diagrams created in Microsoft Art.

Client tells you he has conducted a usability study with his wife.

Client begins first meeting by making a big show of telling you that you are the expert. You are in charge, he says: he will defer to you in all things, because you understand the web and he does not. (Trust your uncle Jeffrey: this man will micromanage every hair on the project’s head.)

As approved, stripped-down “social networking web application” site is about to ship, a previously uninvolved marketing guy starts telling you, your client, and your client’s boss that the minimalist look “doesn’t knock me out.” A discussion of what the site’s 18-year-old users want, backed by research, does not dent the determination of the 52-year-old marketing guy to demand a rethink of the approved design to be more appealing to his aesthetic sensibility.

While back-end work is finishing, client rethinks the architecture.

Client wants the best. Once you tell him what the best costs, he asks if you can scale back. You craft a scaled-back proposal, but, without disclosing a budget or even hinting at what might be viable for him, the client asks if you can scale it down further. After you’ve put 40 hours into back-and-forth negotiation, client asks if you can’t design just the home page in Photoshop.

ALA 259: Career and Content

Clients love to write copy. Well, they love to plan to write it, anyhow. On most web design projects, content is the last thing to be considered (and almost always the last thing to be delivered). We’ll spend hours, weeks, even months, doing user scenarios, site maps, wireframes, designs, schemas, and specifications—but content? It’s a disrespected line item in a schedule: “final content delivered.” Pepi Ronalds proposes a solution to this constant cause of project delays.

Landing a new job or client is difficult in this economic climate. Undelivered contractual promises and work environment shortcomings can transform that challenge into a long-term nightmare. Keith LaFerriere shows how to get paid what you’re worth; how to fight for control of your projects using management tools corporate cultures respect (even if they don’t understand your work); and how to tell when it’s time to jump ship.